IHAPTER SUMMARY Skill in management is an absolute requirement for success as an agency executive. Management, in one forln or another, is practiced by most people in their jobs aln’ost every day.

What is the main problem addressed by the case?

What facts and assumptions are relied on by the decision maker?

What would you recommend?

IHAPTER SUMMARY Skill in management is an absolute requirement for success as an agency executive. Management, in one forln or another, is practiced by most people in their jobs aln’ost every day. Even those working in positions that are supervised and that require only the performance of repetitive tasks will find an understanding of management to be helpful. Knowledge of management theory and practice improves relations among the people in an organization Most professional employees are required to perform some managerial tasks. Because management is so pervasive, improved knowledge of managerial theory and practice will lead to enhanced job satisfaction and success. The aim of this chapter is to delineate some basic concepts of management, both in theory and in practice. This chapter presents four theoretical models relating to management and motivation. In addition, some myths of motivation are considered. Developing supervisory skills and the importance of delegating responsibility are discussed. The chapter considers the training and development of subordinates as well as the critical issue of fairness when interacting with others. CASE STUDY CW9″ man .Jmlsa mu Loamng Lu: All (gnu ma 5mm. Jr.. L Fleming. am Em: mum. amused 9&1chon W901. Jones a mm Loamlng. LLC. 2011. mm Bunk Dams]. "www.malmmm mmlD—dm mused 1mm cinnamon 21122-1144 21158317. Ryan was having a good day. In fact, the past 7 days had been exhilarating. A week ago, Ryan had been promoted to a first—line supervisor position. He had thought about different uses for sortie of his increase in pay. As he neared the office, Ryan began to have different thoughts. Could he handle the job? How would he direct his subordinates? “Reality can be nasty,” Ryan mused, “but I can do this. First, [had a management course in college. Second, the boss would not have recommended me for promotion if she thought I couldn’t do the job. Still, this is scary.” What advice would you offer to Ryan? How should he prepare for his new job? FUNDAMENTAL GOALS AND ACTIVITIES OF MANAGEMENT Citing a classic definition, management is one of the basic tools used to achieve the mission of an organization (March and Simon 1958). One of the most fundamental aspects of any organization is its mission statement. The mission statement states why an organization exists. It delineates the activities that the organization will undertake. It provides a focus for all of the organization’s activities. Management provides the framework and basis for the systeln of controls needed to maintain any organization The fundamental process of control is circular. Plans are made and elaborated. They are derived from the goals addressed in the organization’s mission statement. Plans of action are devised to achieve these goals. The purpose of such plans is to translate goals into reality—to provide guidelines for the activities of an organization. Periodically, all plans should be subjected to review and audit. Were the objectives of the initial plan met? Were budgets and other resources sufficient? Did members of the organization work smartly and together to implement plans, or were efforts fragmented, overlapping, counterproductive, or ineffective? The results of this type of audit can be used to plan new strategies, programs, and activities or to modify existing ones. In this manner, the cycle of activities continues [see Figure 1-1). Plan —D Conduct program —P Audit —P Plan FIGURE 1—1 Cycle of Activities The process and techniques of forecasting are used to translate the abstract goals from the mission statement into realistic objectives for the organization. Forecasting methods vary in their sophistication. Frequently, an educated guess or hunch provides guidance for implementing the elements of an initial plan by giving actual values to forecast numbers. All too often, the same forecasting method is used in subsequent audits and reviews. A slightly more sophisticated approach to forecasting involves either inflating present goals by a set percentage (often 10%, because this can be done mentally) or averaging the rate of recent growth to arrive at a future goal. Computing a moving average to account for recent trends is more accurate, but this approach is less frequently used. Other methods, such as regression equations, also exist. These methods are infrequently employed by people who are not economists. ng’ll ozmt .Jmosa mu Lam-ting Lu: Au ngms ma

Week 2 3 4 6 7 8 9 10 () 1. High-level analysis 4. Core module analysis (]) 6. Programming of core modules (1) 8. Quality assurance of cofe modules 10. Core module training 1 day) (2) 3. Analysis of supporting modules 7. Programming of supporting modules 19. QA of supporting modules 14. Detailed training (1) 11. Develop accountancy reports (1) 12. Develop management reports (1) (1 day ) 13. Develop MS 2. Selection of hardware platform (2) 3. Installation and commissioning of hardware (2) 15. Documentation (1) (1) Critical path task Noncritical path task FIGURE 1-3 Gantt Chart with Critical Path Henry L. Gantt developed an early pictorial system for use in planning and task allocation in the early part of the 1900s (see Figure 1-3). Gantt recognized that overall program goals should be considered as a series of interrelated steps. He also appreciated the limitations of the timeline. A Gantt chart depicts a series of events as bars that cross equal units of time on a chart. The advantage of a Gantt chart is that a manager gains a clear understanding of the timing and interrelationship of all of the component events of a project. One disadvantage is that the chart does not show dependent relationships between different project steps. However, the Gantt chart is both easy to construct and interpret. CONCLUSION Management is the art of using all available resources to accomplish a given set of tasks in a 9. LLC. All rights reserved. timely and economical manner. A complete job description for a successful manager would include skill in diplomacy, coercion, politics, psychology, budgeting, evaluation, and a host of other attributes. Each individual manager evolves a personal style within an organizational culture. No two positions or individuals are exactly alike. A successful manager must be able to allocate resources and motivate subordinates to accomplish goals often imposed from external sources (e.g., upper management). A successful manager is one who understands the local organizational milieu as well as the larger environment in which it exists. The theories discussed in this chapter are only guidelines. Effective managers are a valuable asset to any Copyright @ 2011. Jon organization in which they function. Fallon, Jr., L. Fleming, and Eric Zgodzinsid. Essentials of Public Health Management, Jones & Bartlett Learning, LLC, 2011. ProQuest Ebook Central, ookcentral proquest.com/lib/claremont/detail.action?dociD-4439848. Created from claremont on 2022-11-14 20:56:07. CASE STUDY RESOLUTION Ryan decided to read a book on management. He recognized several of the managerial theories from his college course. He reread the job description for his new position. He now realized that he had to make decisions about the type of supervisor he wanted to become. Ryan decided to take stock of his own preferences, especially as they might relate to his new job. He liked people and believed that everyone had skills and attributes that could benefit their employer. Part of his job was to match people and their skill sets with tasks over which he had responsibility. Ryan decided that the theories of Adams and McGregor made the most sense to him. Employees would seek equity between their assigned tasks and their pay. Treating them with respect and giving them responsibility for their activities should also enhance their perception of equity. "Okay," he thought, "if I pretend I’m back in third grade and just take things one step at a time, everything will work out. Let’s start supervising." A smile returned to Ryan’s face and he began a new phase in his life. REFERENCES Adams, J. S. 1965. "Inequity in social exchange." In Advances in Experimental Social Psychology, edited by L. Berkowitz. New York: Academic Press, 47-62. Gerth, H. H., and C. W. Mills, eds. 1958. Max Weber: Essays in Sociology. Fair Lawn, NJ: Oxford University Press, 196-239. Translated by the editors from Chapter 6, Wirtschaft und gesellschaft. Tubingen, Germany: JCB Mohr, 1925. See Weber’s essay "Bureaucracy." March, J. G., and H. A. Simon. 1958. Organizations. New York: John Wiley and Sons. McGregor, D. 1967. The professional manager. New York: McGraw-Hill Ouchi, W. G. 1981. Theory Z: How American business can meet the Japanese challenge. Reading, MA: Addison- Wesley.

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